مقاله انگلیسی رایگان در مورد همکاری در مدیریت ریسک: بررسی اصولی – امرالد 2018

Increasing frequency of risks and disruptions present unpredictable consequences for firms, supply chains, and their national/global markets. The intensity of disruptions is magnified by reconfiguring supply chain operations and resources to cope with risks emerging from volatile business environments (Canzaniello et al., 2017; Christopher and Holweg, 2017; Revilla and Saenz, 2017). Innovations such as fractal manufacturing and industry 4.0 increase complexity in supply chains through proliferating decentralised autonomous sub-systems requiring high levels of interaction. Greater interactions create further difficulty in identifying and quantifying risk so the resulting complexity becomes an additional source of risk (Fawcett and Waller, 2014; Wycisk et al., 2008). Limitations in conventional supply chain risk management (SCRM) techniques undermine effective responses to disruptions because they rely on individual firm action to mitigate risks and their spillover effects. Collaborative approaches to risk management are potentially more effective given their focus on interfirm relationship arrangements. However, understanding of collaborative risk management (CRM) remains fragmented with multiple definitions, conceptualisations, and underlying theories. SCRM is “an inter-organisational collaborative endeavour utilising quantitative and qualitative risk management methodologies to identify, evaluate, mitigate and monitor unexpected macro and micro level events or conditions, which might adversely impact any part of a supply chain” (Ho et al., 2015, p. 5036). Although collaboration and coordination are included in SCRM definitions, conventional SCRM techniques are not especially effective in advancing interfirm arrangements to address risk spillover effects within firms and across supply chains (Revilla and Saenz, 2017). Conventional techniques including postponement, hedging, and avoidance (Manuj and Mentzer, 2008) are criticised for: their implementation at firm level; being more reactive than proactive; applying a narrow foci centred on risk identification and mitigation; involving cost escalations from redundancies; and being limited in increasing resilience (Christopher and Peck, 2004; Jüttner and Maklan, 2011). Optimising interfirm relationships in SCRM by adopting CRM arrangements would streamline risk and disruption management practices, perceptions, and assessment of risk sources across supply chains (Lavastre et al., 2014; Revilla and Sáenz, 2014).